CORE VALUES

LOVE OF THE COUNTRY

∙ It is the dominant nature of an Army soldier to love his country.
∙ It is for the nation that a soldier unquestionably commits to a life of service.
∙ The highest value that the Filipino soldier acquires.
∙It is not measured by cash, rank nor belonging.
∙ The vitality drives the soldier as the protector of national power.
“I want to give an example to my people that, Iwrite not for myself nor for my glory but for my
country. Hence, Iprefer truth to fame. May my countrymen also sacrifice their passions for the
welfare of the country, may they not seek their good in honors, employments, bribes, adulations
but in virtues that distinguish and adorn free peoples.” – Dr Jose P Rizal

VALOR
∙ Valor streams normally from one’s affection for the nation.
∙ It is the capacity to conquer fear in doing one’s objective.
∙Courage is beyond bravery like going after a mission despite seemingly insurmountable opposition. It is
ascertaining yet not self-destructive.
With valor you make the wisest decision.
∙ In shaping the Filipino soldier’s identity, even beyond valor, one could also see the strong sense of
honor that resonated with the call to arms in the past.
Your valor will allow you to do the following:
∙ Control your fear in physical and moral context.
∙ Take responsibility for your actions, mistakes and decisions.
∙ Confront problems and do what you believe is right.
∙ Report successes and failures with equal candor.

HONOR
∙ Military’s Crowning Value
∙ The hallmark of military conduct
∙ The quality of the soldier’s consciousness of personal dignity and self-worth.
∙ Regardless of the field, honor is regarded in one;s self as in the other.
∙ In outward appearance, honor is found in cleanliness of the individual, courteousness, decency in
daily living and reasonability in the utilization of individual or country resources. It appears in the
candor,straightforwardness in speech and in action.
As an individual with honor do the following:
∙ Develop and maintain a keen sense of ethical conduct.
∙ Adhere to the public code of professional PA values.
∙ Identify with the ideals embodied in the PA values

LOYALTY
∙ Underlines the soldier’s Oath of Service.
∙ Demands obedience to the lawful privileges of duty constituted authority in the quest for the
nation's interest, observance of the Chain of Command and compliance with orders to the best
of one's capacity as all orders must be complied.
∙ Fosters cohesion, true sympathy toward the welfare of every individual from the Army and those
they work with, and is best expressed in every member's adherence to the military value system
as clarified, much as he will undoubtedly take after the guideline of law and principles and
standards of the nation.
“indivisible”.
An individual soldier of loyalty displays the following:
∙ Put obligations in the correct order.
∙ The Constitution, the Philippine Army, the unit and finally, self.
∙ Show faithfulness to the unit and comrades
by finishing all tasks with them.
∙ Carry out tough orders without expressing
personal criticism.
∙ Defend soldiers against unfair treatment.

DUTY
∙ Duty is service plain and simple.
∙ Actual duty means being always ready.
∙ All senses employed and utilized whether in the garrison or in the field.
∙ Duty means satisfying your commitment.
∙ The demanding standard of duty additionally requires; those in charge positions to release their
obligations without bounds.
Expressing the value of duty means the following:
∙ Carrying out the requirements of the position to the best of your ability.
∙ Fulfill legal, civic, and moral obligations.
∙Sacrifice personal time in pursuit of excellence.
∙ Not imposed
∙ Makes us incomparable to civilians.
∙ Cultivated by challenges and discipline.

SOLIDARITY
∙ Solidarity is fellowship at the visible level and internally being adjusted to the Philippine Army's
goals, vision and programs for reform. Solidarity ties the Army to oneness with the yearnings of
the rest of the country in the way of a Filipino proud with his nation.

APPLICATION
∙ The primary responsibility regarding ingraining and strengthening the values and standards of
conduct is vested in the military leadership. Officers and NCOs in command-and control
positions should commit these values to memory and be able to clarify the same when inquired.
∙ The soldier is aware of the methods for the world and constantly utilizes his knowledge of human nature
when confronted with circumstances not particularly met in his training courses. Values are taught by
perception and practice over time. Thus, it is normal that steady survey of oneself in the
dynamism of daily life will guide the right application of the prior qualities and standards of
conducting military life, for this code to endure and be relevant for the decades ahead.
Military Professionalism
Men who adopt the profession of arms. Submit on their own free will to a law of perpetual
constraints. On their own accord, they reject their rights to live where they choose, to say what
they think and dress as they like. From the moment they become soldiers, it needs but an order
to settle them in this place, to move them to that, to separate from their families and to dislocate
their normal lives.
In the world of command, they must rise, march, run, endure bad weather, go without sleep or
food, be isolated in some distant post
and work until they drop. They have ceased to be the master of their own fate. If they drop on
their tracks, if their ashes are scattered into the four winds, that is all part and parcel of their job.

LOYALTY PLEDGE
If you work for a man in heaven's name.
Work for him, speak well of him,
And stand by the institution he represents.
Remember, an ounce of loyalty is worth a pound of cleverness. If you must growl, condemn and
eternally find fault why resign your position and when you are on the outside, damn to your
heart, content.
But as long as you are part of this institution, do not condemn it.
For if you do, the first high wind that comes along will blow you away, and probably you will
never know why.

AFP Customs and Traditions

CUSTOMS
-A reaccepted practices realized through continued usage of practice common to many or a
particular place or group of people. It is the
commonly accepted way of behaving or doing something in a particular society, place or time.
Each culture, society and religion have their customs.

TRADITIONS
- Is a way of behaving, thinking or something that has been followed by people in a particular
community, society, family, etc. for a long time. A tradition can be an idea, a belief that is
passed down from one generation to another.

HONOR
- Adherence to what is right or to a conventional standard of conduct; a matter of carrying out,
acting, and living the values of respect, duty, loyalty, selfless service, integrity, and personal
courage;
- An Army value that embodies all the others.
-Feel honor
-Show honor
- Give honor
LOYALTY
- The state or quality of being loyal; faithfulness to commitments or obligations. Faithful
adherence to a sovereign, government, leader,
etc.
- Loyalty to the Nation, Constitution, The Chain of Command, and other Soldiers (Seniors,
Peers and Juniors).

VALOR
-Great courage in the face of danger, especially in battle.

DUTY
-Fulfilling obligations and giving out 101% in doing it (Dedication to duty; deep sense of
responsibility and self sacrifice).
- Mission-oriented (making himself available at all times whenever situation demands).
- Accomplishing tasks as part of a team.

SOLIDARITY
-Unity or agreement of feeling or action, especially among individuals with a common interest;
mutual support within a group.

SALUTE
- Most important and most common form of all military courtesies:
• The manner an individual executes the salute is an indication of his attitude towards his duties
as a military man and the existing state of morale and discipline in his unit.
• A sloppily and grudgingly rendered salute or a childish pretense not to notice anyone to who, a
salute is due, shows neglect or ignorance
of the individual's duties, high lack of confidence and ability to perform them, his lack of pride in
his team and his possession of a stubborn and defiant character making him unsuited to
cooperate with other in a common effort;
• When you salute or return a salute smartly, you clearly mark yours as an Army soldier who has
pride in yourself and the military organization where you belong.

GENERAL RULE FOR SALUTE

-Saluting distance is the distance of recognition 30 paces). Hand is held in position until the
officer saluted has passed or after the salute
has returned.
-Rendered at a halt or a walk. Never in a casual manner, with pipe, cigar/cigarette held in the
mouth or in the hand; If running, come to a walk before saluting.
- Salute must always be returned. If in a group, the most senior or marcher will only salute or
return a salute.
- Salute with or without headgear.
-Salute even in civilian clothes inside military camp and only once while in the vicinity.
-Salute by looking at the person being saluted and accompany with a courteous gesture
with ,Good morning/afternoon Sir, or some appropriate greetings.
-Enlisted personnel salute other enlisted personnel only in formation
when rendering reports;
-Whenever in doubt whether to salute - Salute!
-Render a salute whenever the National Anthem is played or when the encased colors pass by.
When no flag is near, face the source of the music and salute;
-Vehicles in motion are brought to halt. Troops aboard need not embark and remain seated at
attention.

RANKS AND SENIORITY

- Officers by virtue of their being commissioned and senior enlisted personnel, In the same
manner, high-ranking non-commissioned
officers to low-ranking NCOs. Hence, Officers and NCOs (Non-commissioned Officer) have
accorded forms of respect befitting their ranks and positions in the military organization.
- Ranks have its privilege – by military traditions, officers and senior NCOs enjoy some RHIPs.
- NCOs attain their ranks and positions by virtue of their competence and qualifications. Thus, to
be promoted and be designated as head NCOs or Chief of a unit is always considered as an
achievement.

COURTESY CALLS
-Whenever reporting to a new unit, it is customary and very necessary that you make a courtesy
call to your immediate commander which may include your Platoon Leader, Company
Commander and Battalion Commander.
-If you are an NCO, you should call on your Company FSgt and Battalion Sgt Major. If you are a
Platoon Leader or Company Commander, call on the civilian leaders in your area of
deployment.
- Courtesy Calls provides opportunity to know the officers, NCOs, civilian officials that a caller is
gouging to work with in the unit or place

MILITARY CEREMONIES
Funeral Services:
- Draping the casket with the national flag
-Firing of three 3) rifle colleys over the grave, and sounding of Taps
-Presenting a flag to the next king of the deceased.
-Military Weddings
-Conduct of Background Investigation to the civilian bride/groom
-Drawswords Ceremony
-Hospital Visits
-Field Visits

MILITARY CUSTOMS
FUNERAL AND RELIGIOUS SERVICES
1. Taps
- Funeral bugle call. During this solemn ceremony, all military personnel present come to
attention and salute.
After the shots, the taps sounded. The National Flag draped over the casket is slowly removed
and neatly folded by the most senior officer or NCO and given to immediate family members of
the deceased.

2. Funeral Visitation
- The Commanding Officer sends his personal letter of condolences to the bereaved family of
his men. Military vigil guards shall be posted beside the casket and a standardized Philippine
Flag shall be draped to cover it.

MILITARY WEDDINGS
1. Background Investigation (BI)
- Officers and Enlisted personnel are required by AFP regulations to request permission to
marry from their commanding officer by submitting a properly accomplished Personal Action
Form (PAF) and by requesting for a Background Investigation on this prospective bride. The BI
is not intended to find out if a soldier had made the right personal choice, but rather to
determine if his future wife will not be a potential risk for the AFP.

2. Draw Swords Ceremony

- A traditional military church wedding. The bride and the groom, an officer of NCO, may wish to
have this ceremony. A Military Sword Detail of at least four pairs of officers or NCOs shall be
organized among the friends of the groom in his unit.

NEW YEARS CALL

-On the Commanding Officer, Officers make a formal call upon their CO during the New Year’s
day.

HAPPY HOUR
-A special form of unit officer comradeship which has been developing and spreading in recent
years. Officers gather at their local club for a beer and conversation. Usually held on Fridays.

Rule of law
∙ The expression 'Rule of Law' has been derived from the French phrase 'la principle de legalite',
i.e. a Government based on the principles of law.
∙ It was expounded for the first time by Sir Edward Coke, and was developed by Prof. A.V.Dicey
in his book 'The law of the Constitution' published in 1885.
➢ According to Edward Coke, “Rule of Law means:
A. Absence of arbitrary power on the part of the Government.
B. No man is punishable or can be made to suffer in body or good except for a distinct
breach of law established in the
ordinary legal manner before the ordinary courts of the land.
As per PROF. A.V.DICEY, “the rule of law means the absolute supremacy or predominance of
the regular law as opposed to the influence of arbitrary power and excludes the existence of
arbitrariness or even of wide discretionary authority on the part of the government.” (The Law of
the Constitution)
Dicey regarded rule of law as the bedrock of the British Legal System: ‘this doctrine is accepted
in the constitutions of the U.S.A.
and India.
According to Prof. Diccy, rules of law contains three principles or it has three meanings as
stated below:
1. Supremacy of Law:
▪ The First meaning of the Rule of Law is that 'no man is punishable or can lawfully be made to
suffer in body or goods except for a distinct breach of law established in the ordinary legal
manner before the ordinary courts of the land.
2. Equality before Law:
▪ The Second meaning of the Rule of Law is no man is above law.
3. Predominance of Legal Spirit
▪ Or the third meaning of the Rule of Law is that the general principles of the constitution are the
result of juridical decisions determining file rights of private persons in particular cases brought
before the Court.
∙ The Rule of Law, in its most basic form, is the principle that no one is above the law.
∙ The rule follows logically from the idea that truth, and therefore law, is based upon fundamental
principles which can be
discovered, but which cannot be created through an act of will.
The most important application of the rule of law is the principle that governmental authority is
legitimately exercised only in accordance with written, publicly disclosed laws adopted and
enforced in accordance with established procedural steps that are referred to as due process.
The principle is intended to be a
safeguard against arbitrary governance, whether by totalitarian leaders or by mob rule. Thus,
the rule of law is hostile both to
dictatorship and anarchy.
➢ Rule of law under Indian Constitution:
A. The preamble of our constitution clearly sets out the principle of rule of law when it lays down
the objectives of social, economic and political justice, equality of status and
opportunity, and fraternity and dignity of individuals in India.
B. Part III of the Constitution lays down the fundamental rights guaranteed to every citizen of the
country. These rights are justifiable U/A 32 & 226 which ensure them a protection
from any legislative or executive encroachments.
Smt. Indira Nehru Gandhi v. Raj Narain AIR 1975 SC 2299,
“The rule of law postulates the pervasiveness of the spirit of law throughout the whole range of
government in the sense of excluding arbitrary official action in any sphere. It is an expression
to give reality to something which
is not readily expressible.”
➢ It is the essence of the rule of law that every authority within the State including the executive
government should consider itself
bound by and obey the law. [State of Bihar v. Sonawati Kumari, AIR 1961 SC 221].
Bachan Singh v. State of Punjab* popularly known as ‘Death Penalty Case’, “The rule of law
permeates the entire fabric of the Constitution and indeed forms one of its basic features. The
rule of law excludes arbitrariness, its postulate is ‘intelligence without passion’ and reason free
from desire. Wherever we find
arbitrariness or unreasonableness, there is denial of the rule of law.”

Core Values of Development

Scope: Self Development, Values Education, Forces that shape Contemporary Values,
Theories of Values Formation, Ethics and Moral Education, and Morality and our Conscience
Self Development.

• Perceived Self- is composed of a set of self-cognitions regarding one’s traits, competencies,

and values. It is reinforced through feedback.
• The Ideal Self- represents the set of traits, competencies and values an individual would like
to possess.
• Self-Identities- are those aspects of the individual’s self concept that are derived from the
social categories to which he or she perceives him/herself as belonging to. Social identities link
individuals to reference groups, which establish a set of role expectations and norms that guide
the individual’s behavior within each of the social identities.
• Self Esteem- is the evaluative component of the self-concept. It is the function of the distance
between the ideal self perceived self.
• Values- are the beliefs, which we hold to be true - those noble ideals we struggle to attain and
implement in our daily lives. Derived from the natural and moral laws and not from an
individual's opinions and feelings.
• Values Education - is based on a rational understanding of
the human person, specifically on understanding of the
Filipino as a human being in society and his/her role in the
shaping of society and the environment.

THEORIES OF VALUES FORMATION

• 1. Psycho-Analytic Theory - (Sigmund Freud). Suggests that unconscious forces act to
determine personality and behavior.
To Freud, the unconscious is that part of the personality about which a person is unaware.
(https://www.youtube.com/watch?v=V73hdaSTzWg&ab_chann el=PracticalPsychology)
• 2. Behaviorist View (John B. Watson). The behavioral perspective suggests that the keys to
understanding developing are observable behavior and outside stimuli in the
environment. If we know the stimuli, we can predict the behavior.
(https://www.youtube.com/watch?v=V09FuazW8bc&ab_chann el=Sprouts)
• 3. Social- Cognitive learning theorist Albert Bandura, when we see the behavior of a model
being rewarded, we are likely to imitate that behavior. Behavior is learned through
observation and imitation, not conditioning
through reinforcement or punishment.
(https://www.youtube.com/watch?v=dG_jvOOWwVk&ab_channel =Education-TheWeapon)
4. Cognitive Theory. The cognitive perspective focuses on the processes that allow people to
know, understand and think about the world. The cognitive perspective emphasizes how people
internally represent and think about the world.
(https://www.youtube.com/watch?v=IhcgYgx7aAA&ab_channe l=Sprouts)
5. Socio-cultural Theory (Russian psychologist LevVygotsky). Proposes that a full
understanding of development is impossible without taking into account the culture in which
children develop.
6. Ecological Theory. The Ecological model, the major proponent of which is Urie
Bronfenbrenner, seeks to explain individual knowledge, development, and competencies in
terms of the guidance, support, and structure provided by society and to explain social change
over time in terms of the cumulative effect of individual choices. (Berger, 2000).
(https://www.youtube.com/watch?v=aSfPSLBw
Nc&ab_channel=RubyArgueta)
7. Humanism Theory. The humanistic perspective contends that people have a natural
tendency to make decisions about their lives and control behavior.
8. Evolutionary Theory. The Evolutionary Theory stresses that behavior is strongly influenced
by biology, is tied to evolution, and is characterized by critical or sensitive periods
(Santrock, 1999).

ETHICS AND MORAL EDUCATION

Ethics – comes from the Greek word ethos, meaning characteror custom.
Morality;
The term morality can be used either:
1. Descriptively - to refer to a code of conduct put forward by a society and that it is used as a
guide to behavior by the members of that society.
2. Normatively - to refer to a code of conduct that, given specified conditions, would be put
forward by all rational persons for governing the behavior of all moral agents.
• Morality affects our daily choices, and those decisions are guided by our conscience. The
purpose of morality is to provide a framework of optimum human survival. The standard of
morality, however, is absolute and immutable – long-term optimum human survival.

Followership

The Role of Follower

-Followership dominates our lives and organizations, but not our thinking, because our
preoccupation with leadership keeps us from considering the nature and the importance of the
follower.

Effective followers differ in their motivations for following and in their perceptions of the role.
Some choose followership as their primary role at work and serve as team players who take
satisfaction in helping to further a cause, an idea, a product, a service, or more rarely, a person.
Others are leaders in some situations but choose the follower role in a particular context. Both
these groups view the role of follower as legitimate, inherently valuable, even virtuous.
1. Effective followers share a number of essential qualities:
A. They manage themselves well.
B. They are committed to the organization and to a purpose;principle, or person outside
themselves.
C. They build their competence and focus their efforts for maximum impact.
D. They are courageous, honest, and credible.

2. Self-Management. Paradoxically, the key to being an effective follower is the ability to think
for oneself to exercise control and independence and to work without close supervision. Good
followers are people to whom a leader can safely delegate responsibility, people who anticipate
needs at
their own level of competence and authority.

Another aspect of this paradox is that effective followers see themselves except in terms of line
responsibility as the equals of the leaders they follow. Ineffective followers, on the other hand,
buy into the hierarchy and, seeing themselves as subservient; vacillate between despair over
their seeming powerlessness and attempts to manipulate leaders for their own purposes.

Self-managed followers give their organizations a significant cost advantage because they
eliminate much of the need for elaborate supervisory control systems that, in any case, often
lower morale.

3. Commitment. Effective followers are committed to something: a cause, a product, an

organization, an idea in addition to the care of their own lives and careers. Some leaders
misinterpret this commitment. Commitment is contagious. On the other hand, followers who are
strongly committed to goals not consistent with the goals of their companies can produce
destructive results. Leaders having such followers can even lose control of their organizations.

Effective followers temper their loyalties to satisfy organizational needs or they find new
organizations. Effective leaders know how to channel the energies of strong commitment in
ways that will satisfy corporate goals as well as a follower's personal needs.

4. Competence and Focus. On the grounds that committed incompetence is still

incompetence, effective followers master skills that will be useful to their organizations. They
generally hold higher performance standards than the work environment requires, and
continuing education is second nature to them, a staple in their professional development. Good
followers see coworkers as colleagues rather than competitors.

5. Courage. Effective followers are credible, honest, and courageous. They establish
themselves as independent, critical thinkers whose knowledge and judgment can be trusted.
They give credit where credit is due, admitting mistakes and sharing successes. They form their
own views and ethical standards and stand up for what they believe in.
6. Cultivating Effective Followers. Effective followers are, confusingly enough, pretty much
the same qualities found in some effective leaders. If a person has initiative, self control,
commitment, talent, honesty, credibility, and courage, we say, "Here is a leader!" Followership is
a prerequisite for organizational success. Your organization can take four steps to cultivate
effective followers in your workforce.

SUMMARY
•THE ROLE OF FOLLOWER
•QUALITIES OF FOLLOWER
•CULTIVATING EFFECTIVE FOLLOWER

Webster's dictionary, defines followership as; "The capacity or willingness to follow a

leader"

Importance of followership;
1. Followers are potential Leaders.
2. Most Leaders are also followers.
3. The traits required from followers are the same traits required from a leader.

THE TEN GOOD ROLE OF FOLLOWERSHIP

1. Do Not Blame the Boss.
2. Do Not Fight the Boss.
3. Use Initiative.
4. Accept Responsibility.
5. Tell the Truth and Do Not Quibble.
6. Do Your Homework.
7. Suggest Implementation
8. Keep the Boss Informed.
9. Fix Problems as They Occur.
10. Put in an Honest Day's Work

THE TEN RULES OF FOLLOWERSHIP

1. Do Not Blame the Boss.

Do not blame your boss for an unpopular decision or policy your job is to support, not
undermine.

2. Do Not Fight the Boss.

Fight with your boss, if necessary, but do it in private. Avoid embarrassing situations and never
reveal to others what was discussed.
Before the decision is made, however, you will generally have the opportunity to express your
opinion to the boss. Speak honestly and frankly. Do not be a yes man. There is always a
tendency to tell the boss what you think he or she wants to hear.
3. Use Initiative
Use initiative, make the decision and then run it past the boss. No one likes to work for a
micromanager. We all believe we are smart enough and mature enough to get the job done
without someone hovering around and providing detailed guidance. There is another side to that
coin.
One reason commanders become micro-managers is because they see their subordinates
standing by and waiting for specific instructions.

4. Accept Responsibility
Accept responsibility whenever offered.

5. Tell the Truth and Do Not Quibble.

Your boss will be giving advice up the chain of command based on what you say.

6. Do Your Homework.
Give your boss all the information needed to make a decision. Anticipate possible questions. Do
your assigned task without any hesitation.

7. Suggest implementation
When making recommendations, remember who will probably have to implement them. This
means you must know your own strengths and limitations.

8. Keep the Boss Informed.

Keep the boss informed of what is going on in the unit. People will be reluctant to tell him or her
problems and successes.

9. Fix Problems as They Occur.

If you see a problem, fix it. Do not worry about who gets the blame, or praise.

10. Put in an Honest Day's Work.

Put in more than an honest day's work, but never forget the needs of your family. If they are
unhappy, you will be too, and your job performance will suffer accordingly. Whatever you do you
must be honest.

SUMMARY
Followership is important in the discussion of leadership for several reasons. Without followers
there are no leaders. For any project or organization to succeed, there must be those willingly
and effectively led. Followership is the mirror image of leadership. It is the action of followers
that determines the success of organizations is more the result of good followership rather than
leadership. Inspirational leadership is about light and vision.
Effective followers are also critical thinkers, but with a positive attitude.

SCOPES OF THE LESSON;

Definition of Terms, Basic Responsibilities of a Leader, Role of a Military Leader, Values of Mil
Professional Ethics, Basic Styles of Leadership, Leadership Traits, Leadership Principles,
Techniques of a good leader, Leadership Framework and Definition of Terms

A.MILITARY LEADERSHIP - Is an art of influencing men in such a manner as to accomplish

the mission by providing purpose, direction and motivation.

B.LEADERSHIP TRAITS - Personal qualities that are of direct value to the leader in gaining the
willing obedience, conference respect and loyal cooperation of his men in accomplishing a
mission.

C.LEADERSHIP PRINCIPLES - Fundamental guidelines for the selection of appropriate action

and orders in the proper exercise of the
command.

D. COMMAND - Authority which an individual in the Military service lawfully exercises over
subordinates by virtue of Ranks and assignments or position.

E. LEADERSHIP - Refers to that process whereby an individual directs, guides, influences or

controls the thoughts, feelings or behavior of other human beings.

II. BASIC RESPONSIBILITIES OF A LEADER

A. Accomplishment of the mission.
B. Welfare of the men.

III. ROLE OF A MILITARY LEADER

● As a model soldier and commander.
● As an instructor.
● As a personal technician.
● As a counselor.
● As a custodian of men's welfare.

IV. VALUES OF MIL PROFESSIONAL ETHICS

1. Loyalty to the ideals of the nation.
2. Loyalty to the unit.
3. Personal responsibility.
4. Selfless service.

V. BASIC STYLES OF LEADERSHIP

AUTHORITATIVE - A dictatorial type of leadership where a single person makes the entire
decisions. Expectations are always clear. This sort of leadership is the type that causes the
most discontent in any establishment.

PARTICIPATIVE – A democratic leadership style that is participatory and it is the most effective
form of leadership.

DELEGATIVE – A leader can't do every single thing alone. A leader must learn to organize his
priorities and delegate tasks and decisions to others while taking the final responsibility.

VI. LEADERSHIP TRAITS

Bearing

Courage

Decisiveness

Dependability

Endurance

Enthusiasm

Initiative

Integrity

Judgement

Justice

Knowledge

Loyalty

Tact

Unselfishness

BEARING - General appearance,carriage, deportment and conduct.

COURAGE - a mental quality that recognizes fear of danger or criticism, but enables a man to
proceed in the face of it with calmness and firmness.
DECISIVENESS - a positive approach, little waste of time, objectively, timely analysis and
sound evaluation of opinions made by others.
DEPENDABILITY -The certainly proper performance of duty is a quality the leader must
develop. A dependable leader can be relied upon to carry out any activity with willing effort.
ENDURANCE - The mental and physical stamina measured by the ability to withstand pain,
fatigue, stress and hardship is a kind of courage.
ENTHUSIASM - The display of sincere interest and zeal in the performance of duties.
INITIATIVE - Taking action in the absence of orders.
INTEGRITY - The uprightness and soundness of moral principles, the quality of truthfulness and
honesty describe integrity.
JUDGEMENT - The ability to logically weigh facts and possible solutions on which to make
sound decisions.
JUSTICE - Giving everyone his due, being equitable, impartial and consistent in bestowing
awards and punishment.
KNOWLEDGE - acquired the information including knowledge of the job and knowledge of the
men.
LOYALTY - is the quality of faithfulness to the country, the Army, seniors, subordinates and
peers.
TACT - is the ability to deal with others in a respectful manner.

UNSELFISHNESS - one who avoids providing his own comfort and personal advancement at
the expense of others.

VII. LEADERSHIP PRINCIPLES

1. Know Yourself and Seek Self-Improvement
2. Be Technically and Tactically Proficient.
3. Seek Responsibility and Take Responsibility for your Action.
4. Make sound and Timely Decisions.
5. Set the Example.
6. Know Your Men and Look out for Their Welfare.
7. Keep your Men Informed.
8. Develop a Sense of Responsibility in Your Subordinates.
9. Ensure that the Task Is Understood, Supervised and Accomplished.
10. Train Your Men as a Team.
11. Employ Your Unit in Accordance with its Capabilities.

VIII. TECHNIQUES OF A GOOD LEADER

A. Understanding your man

1. Study the problem of personal adjustment.
2. Be familiar with the psychological principles of human behavior that make each one of us a
unique person.
3. Analyze your men objectively and without personal bias.

B. Aim for Military Efficiency

1. Proficiency concentrates in increasing our physical, mental, and technical capabilities.
2. Discipline prompt and willing obedience to all orders and your men both for yourself
3. Morale watches over your subordinates state of mind and feelings.
IX. LEADERSHIP FRAMEWORK
As a leader you must:
Be;
1. Committed to Professional Ethics.
- Loyalty to the nation, loyalty to the unit, selfless service, personal responsibility.
2. Possess Professional Characteristic Traits.
- Courage, competence, candor, commitment, integrity.

KNOW;
3. The 4 Factors of leadership & How they affect each other.
- Follower, Leader, Communication, Situation.
4. Yourself.
- Strengths & weaknesses of your character, knowledge & skills.
5. Human nature.
- Human
- Needs & emotions.
- Response to stress..
- Strengths & weaknesses, knowledge & skills of your people.
6. Your job.
- Technical & tactical proficiency.
7. Your unit.
- How to develop necessary individual skills.
- How to develop cohesion.
- How to develop discipline.

DO;
8. Provide direction.
- Goal setting, problem solving, decision making, planning.
9. Implement
- Communicating, coordinating, supervising, evaluating.
10. Motivate.
- Applying principles of motivation such as developing morale and esprit in your unit; teaching,
coaching & counseling.

SCOPE: Brief History, AFP Organization, AFP Mission/Function, GHQ and AFP Joint Staff, AFP
Special Staff, AFP Wide Support and SVC Unit, AFP Area/Unified Commands, AFP Major SVC,
PA, PAF, PN.

BRIEF HISTORY

27 APR 1521 - "THE BATTLE OF MACTAN" Where Lapu-lapu, The acknowledged father of the
AFP, first signaled our love for freedom.
. "THE DAGOHOY REVOLT'' In 1744, The Muslim Resistance & other similar uprisings against
Spanish colonialism continued our fight against domination.

07 JUL 1892 - The founding of the Katipunan by Andres Bonifacio, considered as the father of
the Philippine Army, which exemplified Filipino Solidarity.

22 MAR 1897 - The Tejeros convention proclaimed officially our desire for complete
independence and gave birth to the Philippine Army

12 JUN 1898 - The independence was declared at Kawit, Cavite and for the first time the
Philippine flag was flown and our National Anthem was played.

22 JUN 1898 - The Philippine Navy was created by the revolutionary army.

The Filipino-American hostilities between 1898 and 1899 further demonstrated the Filipino
soldiers best in terms of honor, valor, loyalty, duty and solidarity despite the overwhelming
superiority of the enemy forces.

08 AUG 1901 - An insular police force known as the Philippine cinstabary was organized.

07 FEB 1905 - The Philippine Military Academy (PMA) was established.

21 DEC 1935 - The National defense act was enacted officially to create the AFP.

The defense of Bataan and Corregidor from the outbreak of World War II until 09 APR & 06 May
1942 respectively against the Japanese invasion, the active Philippine Guerilla movement and
the successful anti-huk campaign also best exemplified the Filipinos soldiers heroism and love
of country.

01 JUL 1947 - The Philippine Air Force was established.

The AFP had participated in international peacekeeping efforts as its commitment to the
UNITED NATION (UN) such as: the Philippine Expeditionary Force to Korea (PEFTOK) in the
early 50's; the Philippine Air Force contingent in Congo, Africa in the early 60's; and in the
Philippine Civil Action Group (PHICAG) in South Vietnam in the 60's.

22 25 FEB 1986 - The AFP has vigorously pursued a National reconciliation effort for peace and
progress.

-On the 22th day of March 1897 Artemio Ricarte was elected as Captain General of the
Revolutionary Army with which the first Philippine Republic was born. The Philippine Legislature
House Bill Nr 72 was then provided for the creation of the Bureau of National Defense in 1934.
In the following year, President Manuel L Quezon signed the Commonwealth Act Nr 1, which
became the legal basis for the organization of the army in the Philippines on December 21,
1935. With the issuance of Executive Order Number 11, dated 11 January 1936, President
Quezon caused the designation of Jose Delos Reyes was appointed as Brigadier General and
had Bgen Basilio J Sables and Col Guillermo B Francisco as acting first and second Assistants
Chief of Staff, respectively.

The AFP was organized in 1936. Though small and young compared with the armies of the
great powers. It is something that every Filipino can be proud of. Its epic struggle in Bataan and
Corregidor opened the eyes of the world they believed was a mighty achievement for a small
growing army such as we had. The gallant stand and endurance of the defenders of Bataan and
Corregidor was a glowing example of what a poorly equipped but estimated could do in defense
of its fatherland. The late General Mac Arthur paid tribute to Filipino soldiers when he proclaims
Give me 10,000 Filipino soldiers and I'll conquer the world.
MISSION AND BASIC FUNCTION OF AFP
To protect the people and secure the sovereignty of the state and the integrity of the national
territory. To uphold the sovereignty of the state, support the constitution and defend the territory
of the Republic of the Philippines against all enemies foreign or domestics.

•To advance the national aims, interests and policies.

•To effectively plan for the organizing, maintenance, development of its active and reserve
forces for national security.
•To perform such other duties as the president may direct.

The General Headquarters (GHQ)

The Secretary of National Defense exercises supervision and control over the Armed Forces of
the Philippines. Charged with the responsibility of directing, planning and supervising the
National Defense program maintaining law and order throughout the country, and performing
other functions as may be provided by law.

To provide direction and control to the Armed Forces of the Philippines, formulate the plans and
programs for the guidance of three (3) major service and other units of the AFP and to provide
AFP-WIDE support to include admin, intelligence, training, logistics, technical and special
services.
Chief of Staff, AFP is the highest military officer in the AFP. He has command and control over
all the elements of the AFP. He executes the President Command functions in relation to
military strategy, tactics and operations and acts as the immediate adviser to the Secretary of
National Defense he is responsible for the planning, development and the execution of the
National Defense.

Secretary of Joint Staff - Assist in Professional, technical and other functional areas included
in, but narrower than the broad fields of interest and joint staff officers and largely relating to
technical, administrative and branch matters.

Vice-Chief of Staff - Assist the Chief of Staff and perform duties in the absence of the CSAFP.

The Deputy Chief of Staff is designated by the C of S to exercise general supervision over the
general, special, administrative and technical staff services.

The AFP Joint Staff the following are the prime responsibility of the AFP Joint Staff; DCS for
Personnel, J1 The Deputy Chief of Staff for Personnel J1 assists the CSAFP in the
attainment of AFP personnel objectives, to include command and staff, direction, coordination,
control, recruitment and retention of Officers and Soldiers, as well as civilian employees.

DCS for Intelligence, J2 - Responsible for the formulation of intelligence policies, plans and
programs, and exercise control over all military intelligence units/offices in the AFP.

DCS for Operation, J3 - Responsible for planning, coordination and supervision of all
operations of the AFP.

DCS for Logistics, J4 - Advises the CSAFP on matters pertaining to logistical needs of the
AFP units, to include the supervision, coordination and evaluation of the approved plans,
policies and procedures pertaining to logistics.

DCS for Plans, J5 - In charge of the preparation of long range policies and plans of the AFP.

DCS for Civil Military Operation, J6 - Assist and advises the CSAFP on the conduct of civil
relation activities of the AFP and build up strong home defense in all areas of the country.

DCS for Retirees & Reserve Force Development, J7 - Plans and formulate policies pertaining
to the development of all Reservist and Retirees of the AFP.

THE SPECIAL STAFF

The Special Staff of the AFP consists of two (2) staff groups which advise the CSAFP on
matters pertaining to their specialized fields of service or activity.

THE ADMINISTRATIVE STAFF

Chief Historical Activities - The Chief Military history plans, coordinates, supervises and
executes the historical programs of the AFP.

Chief Chaplain Service (C, CHS) - The C, CHS advises the Chief of Staff, AFP on religious
moral character guidance in the AFP.

Chief, AFP Management Information Center (C, AFPMIC) - Provide management information
necessary in the formulation of the policies and in decision making, particularly for strategic
planning, operations and management control areas.

The Judge Advocate General (T, JAG) - Serves as the Chief Law Officer of the AFP (Military
Establishment) and the Chief legal adviser of the Secretary of national defense on military
matters, he supervises the system of military justice throughout the AFP.

THE AFP TECHNICAL STAFF

The Surgeon General (TSG) - Plans, coordinates, and supervises all activities of the Medical
Service for the C of S, AFP to achieve maximum result for efficient service.

The Chief Communication Electronics (TCCE) - Assist the CSAFP in the formulation of
policies, preparation of plans and supervision of communication-electronics activities of the
AFP.

The Chief Dental Services (TCDS) - PIans , coordinates and supervises the activities of the
AFP Dental Service for the CSAFP.

The Chief Nurse, AFP (CNAFP) - Assist the CSAFP in the formulation of policies and in the
planning, coordination and supervision of all matters pertaining to the Nurse Corps, AFP and
Nursing Service.

The QuarterMaster Graves Registration Company (QMSGRC) - Provides service for the
proper disposition of deceased AFP personnel and the operation and maintenance of AFP
cemeteries.

The Chief of Engineers (TCE) - Supervise all construction required for the National defense
including land and seacoast. Defenses the maintenance of such construction and operation of
all utilities, except those that may be specially assigned to other services by the CSAFP direct
all works pertaining to the design and construction of buildings, structure, airfields, land and
seacoast defense and utilities of the AFP.

AFP WIDE SERVICE SUPPORT UNITS (AFPWSSUS).

A. AFP Logistics Commands (AFPLC)
B. Intelligence Service AFP (ISAFP)
C. AFP Medical Center (AFPMC)
D. Philippine Military Academy (PMA)
E. AFP Joint Command and Staff College (AFP JCSC)
F. Communication Electronics and Information System Service AFP (CEISSAFP)
G. AFP Centralized Construction center (AFP CCC)
H. AFP Research and Development Center (AFP RDC)
J. AFP Finance Center (AFPFC)
K. Commissary and Exchange Service (AFPCES)
I. AFP Mapping Center (AFPMC)
M. Civil Relations Service (CRS)
N. AFP Reserve Command (AFP RESCOM)
O. Presidential Security Group (PSG)
P. Office of Ethical Standard and Public Accountability (OESPA)

AFP AREA UNIFIED COMMAND

A. Northern Luzon Command (NOLCOM)
B. Southern Luzon Command (SOLCOM)
C. Western Command (WESCOM)
D. Central Command (CENCOM)
E. Southern Command (SOUTHCOM)

THE MAJOR SERVICES

THE PHILIPPINE ARMY (PA) - In Charge with the development of the regular and services
ground forces of the AFP.

THE PHILIPPINE AIR FORCE (PAF) - In charge of the development of the air elements of the
AFP.

The Philippine Navy (PN) - In charge of the development of the naval element of the AFP.

MISSION OF THE PHILIPPINE ARMY

A. To organize, train and equip army forces for the conduct of prompt and sustain land combat
operations.
B. To develop tactics, doctrines, procedures, techniques and equipment needed by the Army for
field operation.
C. To train, organize and equip army reserve units and make them mobilized in a shorter span
of time.
D. To perform such other functions as higher authorities may direct.

MISSION OF PHILIPPINE AIR FORCE

A. To organize, train and equip air forces prompt and sustained operation in the air.
B. To organize, train and equip air forces with close support of ground forces.
C. To develop doctrines, procedures, tactics, techniques and equipment for joint operation
peculiar to the air force.
D. To furnish serial photographers for cartographic purposes.
E. To perform such other functions as higher authority may direct.

MISSION OF PHILIPPINE NAVY

A. To organize, train and equip, maintain and operate naval force and naval aircraft including
naval reserve, and assistance, required by the other components of the AFP in accomplishment
of its mission.
B. To assist government agencies in the enforcement of laws and regulation pertaining to
navigation, emigration, customs, revenue, opium, quarantine fishing and neutrality in the
territorial and contiguous water of the Philippine Archipelago.
C. To develop doctrines, procedures and naval equipment of joint operation and the doctrine
and procedures for amphibious operation.
D. To be responsible for the naval phases of the reconnaissance anti-submarine warfare and
the protection of shipping.
E. To perform such other duties as higher authorities may direct.

AFP COMPONENTS
The AFP has two (2) major components, namely: The Regular and Reserve Component.

REGULAR COMPONENTS
Consist of all standing forces as directed by the President. The President may attach to the
standing forces or may be assigned to duty with any component of the standing forces such as
members of reserves officers and trainees as he may deemed necessary.

RESERVE COMPONENT
Consist of numbers of the reserve unit in the major services of the AFP wide-support and
separate units and affiliated reserve units as the President may authorize. The organization,
Reserve Land, Sea and Air Units, shall in so far as practicable, be that of the presentable of
organization and equipment (TOE) or table of distribution (TD) of the unit forces of the major
services.
 GAD Awareness
SCOPE OF PRESENTATION: Background, GAD Historical Background, Define Gender and
Development, Agado Mission, Responsibilities, Functions, Functional Objectives, and Specific
Guidelines.

INTERNATIONAL CONVENTIONS

Beijing Platform for Action

‘The girl-child’

● 1. Poverty
● 2. Education, training and HRD
 ● 3. Health
● 4. Violence against women
● 5. Armed conflict
● 6. Economy
● 7. Power and decision-making
● 8. Human rights
● 9. Media
● 10. Environmental
● 11. Girl child
● 12. Institutional mechanism

UN-CEDAW

UN Convention on the Elimination of Discrimination against Women (UN-CEDAW)

CEDAW (1979)
- International Bill of Rights for Women
- General Recommendation 30 (2013): on women in conflict prevention, conflict and post-
conflict situations;
● Equality in all fields
● Affirmative action
● Protection from violence against women

• They are also committed to submit national reports, at least every four years, on measures
they have taken to comply with their treaty
obligations.
• As a signatory to the Convention, the Philippines have been reporting regularly to the UN
committee on the Elimination of All Forms of Discrimination against Women.

Millennium Development Goals

1. Eradicate extreme poverty.
2. Achieve universal primary education.
3.Promote gender equality and empower women.
4. Reduce child mortality.
5. Improve maternal health.
6. Combat HIV/AIDS, malaria and other diseases.
7. Ensure environmental sustainability.
8. A global partnership for development.

LEGAL MANDATES

WHAT IS SUSTAINABLE DEVELOPMENT GOALS?

January 1, 2016 – Released the 17 SDGs of the 2030 Agenda for Sustainable Development
adopted by world leaders in September 2015 at a historic UN Summit.
•Sustainable Development Goal Nr 5: Achieve gender equality and empower women and
girls.
•Seek to change the course of the 21st century, addressing key challenges such as poverty,
inequality, and violence against women.
Goal 5 is known as the stand-alone goal because it is dedicated to achieving recognition of
women's equality and empowerment as both the objective, and as part of the solution.

BACKGROUND

1995-1997: Section 27 2012: Section 27

1998: Section 28 2013: Section 28

1999–2002: Section 27 2014: Section 33

2003–2005:Section 29/30 2015: Section 34

2006–2007: Section 30 2016: Section 35

2008: Section 31 2017: Section 30

2009: Section 29 2018: Section 30

 2010: Section 32

Sec 30, RA 10964. Programs and Projects Related to Gender and Development. All agencies
of the government shall formulate a Gender and Development (GAD) Plan designed to address
gender issues within their concerned sectors or mandate and implement the applicable
provisions under R.A No. 9710 or the Magna Carta of Women, Convention on the Elimination of
all Forms of Discrimination Against Women, the Beijing Platform for Action, the Philippine Plan
for Gender Responsive Development (1995-2025) and the Philippine Development Plan (2017-
2022)

The GAD Plan shall be integrated in the regular activities of the agencies, which shall be at least
five percent (5%) of their budgets. For this purpose, activities currently being undertaken by
agencies which relate to GAD or those that
contribute to poverty alleviation,economic empowerment especially of marginalized women,
protection, promotion, and fulfillment of women’s human rights, and practice of
gender-responsive governance is considered sufficient compliance with said requirement.
Utilization of the GAD budget shall be evaluated based on the GAD performance
indicators identified by said agencies.

GAD HISTORICAL BACKGROUND

Welfare Approach » Women in Development
Welfare Approach
• Originated in the 1950s as a result of the first official world wide recognition of women’s
equality and non discrimination on the basis of sex as established by UDHR in 1948.
• Response to outcomes of inequalities among the local elites and the common people.

Women in Development (WID)

• Originated in the 1970s as a result of the debate of the women’s role in economic
development.
• Emerged from a liberal feminist framework and was particularly influential in North America
• The WID approach focuses on the integration of women into the workforce and increasing their
level of productivity in order to improve their lives.
• Women’s significant productive contribution was made visible, although their reproductive role
was downplayed.

Women Development » Gender Development

Women and Development

• Originated back in 1975 in Mexico City which focuses on the relation between patriarchy and
capitalism.
• Focuses on the relationship between women and development processes rather than purely
on strategies that seek women’s integration in development.
• Tends to group women together without considering the impact of class, race or ethnicity on
women’s status.
- WID and WAD fell short in improving unequal relationships.
A significant number of projects were unsustainable as development projects failed to consider
the multiple roles carried out by women, leading to a development model that
in the end became disadvantageous to the women.
Gender and Development
• In the late 80’s there was a growing need to understand the unequal status and treatment of
women and men, and the failure of development initiatives to advance women’s status.
• GAD emerged from a frustration with the lack of progress of WID and WAD, in changing
women’s lives and in influencing the broader development agenda. It challenged the
WID’s/WAD’s focus on women in isolation and seeing women’s real problem as the imbalance
of power between women and men.

GAD LEGAL MANDATES

1. The 1987 Constitution – “The state recognizes the role of women in nation-building, and
shall ensure the fundamental equality before the law of women and men."
2. Executive Order No. 348 of 1989, Approving and Adopting the Philippine Development Plan
for Women for 1989 to 1992
• Mandates the creation of Gender and Development (GAD) focal points within an agency, a
sector or a locality.
• Executive Order No. 273 – The 1995-2025 Philippine Plan for Gender Responsive
Development (PPGD)
3. Republic Act 7192 of 1992, Women in Development and Nation- Building Act
• This promotes the integration of women as full and equal partners of men in development and
nation building.
• Passed by the Congress of the Philippines on December 11, 1991, and was approved by the
President on February 12, 1992.
4. The Philippine National Action Plan on UNSCRs 1325 & 1820: 2011- 2016

Principle of participation in decision-making means that…

- All Sectors must participate in the development process and benefit from the results of
development.
When we say All Sector, it means participation of …
- They participate through a consultation process for the purpose of identifying the concern of
their sectors and the determination of appropriate interventions to address these
concerns.
Principle of EMPOWERMENT
A multi-dimensional social process that helps people gain control over their own lives.
A process that fosters power in people for use in their own lives, their communities and in their
society, by acting on issues they define as important.
Measures designed to increase the degree of autonomy and self determination in people and in
communities in order to enable them to represent their interests in a responsible and self
determined way, acting on their own authority.
"Freedom from Violence and Respect for Human Rights"
Principle of Support for self-determination and
actualization of human potentials
- This means that every individual is able to actualize their human potentials beyond basic
needs.

Gender Equality Trbu People Development and Empowerment.

BACKGROUND
- HPA Ltr Dir on the Creation of Gender and
Development Office
- (GADO) at PAMU Level dtd 17 August 2015.

MISSION
- To Develop a Gender Sensitive Army
Reserve Command that is Relevant and
responsive to the clients and organization.

RESPONSIBILITY
- The Chief, GADO is a special staff
responsible to Commander in all matters pertaining to GAD, its promotion, mainstreaming and
cascading to its line
units in order for gender equality to flourish in ARESCOM.

FUNCTIONS
A.Plan, prepare and implement GAD Advocacy and training programs on gender and
development to their respective line units.
B.Prepare and submit their unit GPB &
AR consolidated from their HQs & line units.
C.Monitor and report the status of gender
mainstreaming efforts and other GAD performance scorecards/accomplishment reports, GAD
PAPs and Budgets.
D. Establish and maintain continues strong
linkages and partnerships with the local counterpart of Philippine Commission on women
(PCW), non-government organizations
and people’s organizations.
E. Conduct and implement other GAD- mandated programs and policies published from higher
HQs.
F. Act as secretariat of the GAD Focal Point Committee (GFPC).
G. Maintain the GAD management information
system (MIS) and update unit sex - disaggregated database (SDD) as well as the statistics on
its women personnel that will serve as basis for gender analysis and planning of unit programs
and policy measures addressing unit gender issues.

FUNCTIONAL OBJECTIVES
- Focus on Four (4) entry points of Gender Mainstreaming (GM)
1. ON POLICY
Review/Development of Policies
1. Education, Training, Recruitment, Facility, Promotion, Health, GBV Prevention, Justice
System, etc.
2. Protection and Security of women and
children.
3. Empowerment of women.
4. Equal access to employment/assignment opportunities
5.Use of gender-fair language.

2.ON PEOPLE
GAD Focal Point Committee shall under gender education program;
1. GAD Orientation,
2. Gender Sensitivity Training (GST),
3. Gender-Fair Training Language,
4. Gender Analysis Seminar, GAD Plan and
Budget/GAD AR Workshop,
5. Gender Peace and Security Seminar,
6. Gender-Based Violence Awareness Seminar,
7. GAD-related Training/Seminar/Activities
(Health, Justice, Sports etc.)

3. ON ENABLING MECHANISM
Strengthen system and mechanism to
support gender mainstreaming efforts.
1. Collection and Updating of SDD.
2. GMAPTool Administration.
3. Conduct of Gender Audit.
4. HGDG Tool Administration.
5. Engagement with PCW/local GAD office &
agencies.
6. Sustainment of GFPC/TWG.

4. ON PAPS
Activities to maximize the conduct of Gender Mainstreaming Program
1. GAD Orientation
2. Gender Sensitivity Training
3. Gender-Fair Language Training
4. Gender Analysis Tool Training
5. Gender, Peace and Security Forum
6. Gender Audit Orientation
7. GBVRS Review and Orientation
8. GST Trainer’s Training
9. GAD Plan and Budget/GAD AR Development Workshop
10. GFPC Monitoring & Evaluation of GAD
PAPs.
11. Consolidation/review of GAD Plan to GAD
Budget.
12. Integration of GPB in APB
13. Consolidation/review of GAD Accomplishment
14. Development of GAD Agenda
15. Observance of GAD-related Advocacies and events (National Women’s Month Celebration
and 18th Day Campaign to End VAW)
16. Meeting and focused Group discussion with partner agencies on NAPWPS/MOVE
17. Meeting and focused Group Discussion with LGU’s and LGA’s NAPWPS/MOVE
18. Men opposed to VAW Everywhere (MOVE)
19. Combating Gender Based Violence and
Criminalities (through MOVE)
20. Creating Positive Atmosphere Seminar
21. Responsible Parenting/Family Welfare Seminar
22.Maintenance/construction
of child-care/breast feeding area/GAD Office at PAMU and GAD-section at RCDG’s and CDC’s
23. Support to GAD administration of Office at
HARESCOM and GAD Section at RCDG’s and CDC’s.

SPECIFIC GUIDELINES
Gender Mainstreaming (GM)
- Gender mainstreaming requires that the entire PA commits to the promotion of gender
equality in its plans and processes
- PA directs all units and offices to adopt
- is a strategy to transform both PA men and women to be gender-sensitive and gender -
responsive.
- Concerns and experiences of both PA men and women as integral dimension of design,
implementation, monitoring and evaluation
of all policies, programs, activities and projects.

Army Gender Sensitivity Training (GST) HPA Ltr Dir dtd 11 Oct 20.
- Enhanced gender awareness among PA personnel.
- GST as a mandatory training for PA units effective 2017.
- All unit commanders should include GST in
in-house training and in-service training program.
- Funds charged to allocated GAD funds of units.

GAD Focal Point

Committee (GFPC)
- PAMUs: GAD Focal Persons as the channel of PA GAD FP - to the implementation of GAD
plans, programs, and activities.
Gender Based Violence Referral System
- GBVRS shall be observed in
handling GBV cases.
- Strict observance of gender and culture-sensitive protocols in handling captured combatants
and surrendered rebels.
- Separate sanitation facilities of
men and women.
- Provision of child-friendly facilities.
- Availability of social workers and counsellors.

National Action Plan for Women, Peace and

Security
Ltr Order#5 dtd 06 Oct 2016
- All PA units and offices to effectively address Women, Peace, and Security (WPS) concerns
through capacity building and skills development.
- Adopt Information, Education, and
Communication (IEC) strategies to address WPS.
- Cascade WPS trainings down
to PA units.
- Integrate WPS training, projects, activities, and programs in GAD PB.

Coordinate with government agencies that can provide legal assistance, health support
services, etc.
- Strengthen PA commitment to empower women.
Gender Statistic and SDD
- Sex-disaggregated database (SDD) to serve as inputs or bases for planning, programming
and policy formulation.

GPB
- At least Five (5) percent of the total annual budget designed to address gender issues
- Gender Analysis shall be conducted prior to the dev. of the GPB - reflect 5% budget allocation
and GAD PAPs in GPB
- utilize at least 5% of unit’s or office’s MOOE for GAD PAPs.
- periodically prepare and submit GAD Plan Budget (GPB)
- Incorporated to Annual Plan and Budget (APB).

Gender Analysis Process

- to identify gaps and differences in the PAPs undertaken.
- Determine priority GAD PAPs
- Gender Mainstreaming

Monitoring, Evaluation, Assessment and Planning (GMMEAP)

- Review and assess existing major programs using the HGDG Toolkit.
Attribution to GAD
- Required to utilize the Harmonized Gender and Development Guidelines (HGDG).

Integrate NAP GPS

Integrate NAP GPS perspective in the conduct of ff opns:
- CIVAC
- OPNs during emergencies (natural/manmade) to protect/secure vulnerable women, elderlies,
children,
and PWDs in refugee/IDP camps
- Security OPNs to protect/secure marginalized
and vulnerable women, youth, Ips.